A
female
age
41-50,
anonymous
writes:I recently took over a company (4 months ago) as the new managing director. It’s not a big company as it only has 10 people. I was told that the company was not in good shape but that it should be easy to turn round and had 4-5 meetings with my would be bosses (who sit outside the company) before I took over. On joining it was really clear that the company is in bad shape, in fact it should be in administration. The staff are really under skilled for the jobs they have and there seems to be a lack of willingness and effort on their side to change anything. In the last few months I have worked 14 hour days to try and turn the company around, They turn up 5 minutes before the start of the day, and leave on the dot at the end of the day once they have done their ‘contracted hours’, they make lots of mistakes and our customers have one by one left us.I’ve spent a lot of time explaining what good looks like and how it’s important that we do great work to earn customers trust. I feel that I have spent more time in the last four months repeatedly showing them the way to do their jobs that I have bent had a chance to get on with my own.I have kept my bosses up dated with progress and how I am feeling, my boss offered to sit down and have a meeting with the team to try and see why they were not more enthusiastic considering they’ve had a lot of changes out their way- pay rises, opportunities to learn, more freedom to do a good job, nicer working conditions etcFor context: I have 20 years experience with big global companies. For some of my team this is the only job they’ve ever had so our experiences professionally are very different.It seems though that during this meeting they pulled rank saying that they did not know what was expected of them, that they are unsure of what their roles and responsibilities are etc. For reference these are not junior staff and they have all been with the company for four to 15 years, they all have a copy of their job descriptions. They are repeatedly making basis errors at their job and feel no accountability for it.I feel early fed up by it when I know that they are not doing a good job but they have joined together to try and pass the buck. I was bought in to turn the company around based on my experience but it’s like facing a wall of resistance and sometimes even sabotage.Am I wasting my Time? How do I handle the defensiveness? Should I move on to somewhere else where my energy is better spent?
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reader, anonymous, writes (28 September 2019): Typo correction:
"They also listen to idle chit-chat between team-leaders or supervisors."
P.S.
It's very unlikely your company will authorize you to hire consultants. The merging-partner has done their research, legals, and accounting; and already have their plans in order.
You're there to keep things moving until the ink dries. I do suggest you start looking; just in-case you're used as a scapegoat for failures, or broken-promises. Often all the merging-partner really wants is the site, equipment, and they'll add whatever else they need.
Your employees are shooting themselves in the foot! There may be little you can do about it; unless you can pull a rabbit out of hat!
A
reader, anonymous, writes (28 September 2019): Merger pending? Been there, done that! It is likely the employees you have are pretty much a skeleton-crew; and only there to keep things afloat until the merger is complete.
If the employees have behaved as you've indicated; you might be a little naive to think they are unaware of a merger in the works. There are always leaks, and they notice when unidentified visitors are in and out of the place, with no explanation. It's a small business, and there's very little you can hide from them. They are also listening when doors are ajar, and hiding in corners when you think no-one is around. They also listen to idle chit-chat between team-leaders of supervisors. Word gets out!
You should keep your own resume updated and handy; often companies prefer to keep their own management and personnel; and will likely replace all your workers with their own. Learn all you can about the merging entity; to make sure your credentials are relevant and transferable. If you're training your employees, I'm assuming it's according to the merging entity's way of doing things.
It's odd you didn't mention the merger in your original post. It makes all the difference. You're not getting cooperation out of your workers; maybe because they know more than you think, and they're concerned whether they stay-on post-merger. Many didn't when my company merged, and our company kept only the cream of the crop. There were unexplained evaluations, and background-checks. Checking to make sure everyone's degrees and prior employment-records were valid and verified. All licensed operators and agents were current and updated.
Do your best to get your workers inline. I think they know more than they're letting-on. If they've been around as long as you say; they know when something is up!
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female
reader, Aunty BimBim  +, writes (28 September 2019):
 Thankyou for your followup, it sounds as if your employers don't really care about the business improving. My advise is to start looking for another job.
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A
female
reader, anonymous, writes (28 September 2019): It's great that your company only has 10 employees. Here are some suggestions:
1. Take them out to lunch individually. Get to know them and what is important to them when it comes to the company. Are they just after a paycheck? Is Health Insurance important to them? Is career growth important to them? Is having a good company matching retirement plan important? Is it work flexibility that they need? What improvements are they seeking? Take note of all this and create a spreadsheet so you can fully understand the needs of your employees.
2. Weekly All Hands Meeting. Bring Coffee and Donuts. It's a time to chat about the upcoming week and start the week off on the right foot.
3. Employee Training. Each person will be retrained and tested on their position. Highest score receives a gift card award.
4. Cross Train. Each person must be cross trained in 2 positions.
5. Annual company events. Holiday parties. Birthday celebrations.
Try these... they should help!
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reader, anonymous, writes (27 September 2019): This is verified as being by the original poster of the questionThank you everyone for your thoughts so far. I really am grateful.
Within the first two weeks of starting I shared the company plan, my expectations etc.
Two months ago I fired one of the team for being incredibly incompetent. It was absolutely the right move. This surprised some of them as they were friends with the person I fired and they thought it was harsh- despite the fact that this person had caused us to lose customers.
They are currently not earning us enough money as a business (mostly due t continued error on their parts) to cover their wages each month.
My boses will unfortunately not let me fire anymore people. They want the business to tread water so that they can merge it into another business potentially in 2-3 months. Ive been asked not to communicate this to the team. In the meantime my hands are tied as I cannot act on poor behaviour and I don’t feel like I’m being given room to make my own decisions.
I feel as though I’m between a rock and a hard place.
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female
reader, anonymous, writes (27 September 2019): FIrst off: "They turn up 5 minutes before the start of the day, and leave on the dot at the end of the day once they have done their ‘contracted hours".
That's what they're paid for. It's not a hobby and our culture of expecting people to give more to their job than they're paid for is corroding our humanity.
But aside from that. What I'm hearing is that the employees are telling you they don't know what their role is, what's expected of them etc and you're dismissing that. You're saying they do because they've been there a long time. BUT make sense of this- if they really did understand their jobs, why would they make these mistakes? Do you think they're making mistakes for fun?
Instead of decrying their defensiveness, maybe consider that you are defensive, you are not listening to what they're actually saying. Address what THEY SAY they need, not what you THINK they SHOULD need.
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A
male
reader, N91 +, writes (27 September 2019):
 How are these people still working for the company if they have no enthusiasm and can’t even do their job correctly? It sounds like the company has gone through every possibility to motivate them and they’re still not happy so the only other logical idea is to replace them. I’m sure you could find more suitable people for the job than the staff you’re currently working with.
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male
reader, anonymous, writes (27 September 2019): I think there is something missing here. I think your company owners are holding information from you. I think you should check the financial position of the company and if there are accumulated depts and how much it is and if the company is able to pay them. If you think that the owners have there own hidden agendas then there isn't much chance to put this company right. Maybe the workers know this and hence their lake of enthusiasm.
Also keep in mind that workers are always warey of a new boss. You just have to bear it and try to win them to your side.
After making sure that everything is kosher and the owners are genuinely interested in saving the company then make a business plan setting up your goals and the means and methods to achieve them (browse the internet for business plans) identify your competitors in the area and how you can offer a better service than them. Look for details of business plans and turning around failing companies on the internet. Good luck.
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female
reader, anonymous, writes (27 September 2019): Consider hiring a consultant to diagnose the problem. Or try an employee engagement survey. Staff can leave anonymous feedback that might help you figure out what's going on. You also need to have routine one-on-one conversations with each staff member to learn about them and their goals, discuss their development, and provide mentoring and coaching. Through these conversations you'll learn what motivates them, how they best learn, how they prefer to communicate, etc. so you can individualize your approach with each. These conversations may help you uncover what the problem is (which could very well be an org. culture problem).
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female
reader, Aunty BimBim +, writes (27 September 2019):
First up all staff attend a Customer Service Skills course, a half day course, 5 in the morning and 5 in the afternoon. Ensure there is a mix of people so roles are covered in the workplace. You attend both course and note the willing participants, and those who are there under sufferance.
Then, as they seem unaware of their roles and responsibilities get them all to write their own JDFs outlining their jobs as they are currently performed.
Then they all have an appraisal, if you can work out who the stone waller leaders our then put them on notice.
And then, compare JDFs with appraisals and work out who is the dead wood and who can be encouraged to put in a better performance.
Don't take any crap, borrow Margaret Thatcher's iron knickers and give it to them straight. Shape up or everybody gets shipped out.
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reader, anonymous, writes (26 September 2019): Typo correction:
"You don't try to change their personalities, or appeal to their sensitivities."
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reader, anonymous, writes (26 September 2019): When placed in a position of leadership accept full-responsibility. You've repeated in your post, you were hired to turn the company around; so, do what you were hired to do. If it means replacing staff with more qualified and less-resistant workers. Then do it.
Being there 15 years, and just collecting a paycheck while the company fails; means the workers don't care. They've become complacent, disinterested, and lazy. They don't appreciate having a job, they just show up. You were brought-in to show them, that isn't enough. Don't waste company resources on training untrainable people; who show you indifference and disrespect. Replace them, systematically. Hire a couple of qualified-temporaries to pick-up the slack. Keep a close-eye on how the temps are treated. Make it known to all, you will tolerate no intimidation or monkey-business. Zero tolerance for a hostile work-environment. Have frequent one-on-one talks to get to know your workers.
You are meeting the normal resistance a new manager receives; because generally, people don't like change. You are also dealing with personalities and emotions; but this is all strictly business. It's about the bottom-line. If the business fails, you are all out of a job!!!
You've got to take the reins of leadership. Tell these people how it's going to be, and what you expect from them to achieve it. Let them figure-out how to apply their training to meet your expectations. Evaluate their progress in delivering what is expected of them. Your bosses don't want to hear your whining and complaining about the people they've hired you to manage. They expect you to turn the company around. Your experience, training, and management-skills should have equipped you to know what that requires.
Do your job!
Are you up to the challenge? You can't ask them nicely, and think everybody will fall inline. They're testing you. They've had it easy for far too long!
I've been in your shoes. I'm a director too; of a much larger business. I know how people close ranks, or circle the wagons; to show you that they find protection in numbers. A collective-effort with the intent to make you look weak and ineffective. While protecting themselves in the process. Knowing if everyone is doing a bad job, you can't fire them all at the same-time. I suggest you start interviewing replacements, once rumor gets out about it; sometimes that's all it takes.
There is a ring-leader and instigator among them. Determine who it is, and put him or her on notice. Give each a performance-evaluation informing the staff that it is for the purpose of testing their job-proficiency and qualifications. Place the worst performers on a probationary-period. They see no challenge or consequences for their insubordination and bad job-performance. Well, look how far they've pushed you.
Now it's your job to show them who's boss. You don't try to change their personalities or appeal to their sensitives. You should be fair and attentive to problems. You don't have to deal with their emotions. You tell them what upper-management and the owner(s) of the business want; and you intend to see it done. Even if it means replacing the lot of them. Don't ever let them see you sweat, tremble, or sulk! If they're mostly or all men, be tough. If a catty bunch of females, be even tougher. They should want to see you succeed, and makeway for their own advancement. You're their boss, not their buddy!
Time to put your foot down. They're testing your mettle. Don't run, prove yourself! You've convinced the company that you were qualified and capable of handling the job. Well, is it true or not?
Those who show improvement and good job-performance deserve due praise and recognition; and get to keep their jobs. Those who don't, should see the door.
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female
reader, anonymous, writes (26 September 2019): If I had your experience and CV, I'd move on. This is NOT your company. If your efforts are not appreciated, but sabotaged, what more can you do?I don't know what your company business plan is, but I know that there is always a way for the bosses to line their pockets, even when their company is bleeding. Legal way, too. I worked for a company that had THREE bosses and I was the only employee. Sounds crazy, but it is true! They had a great idea they kept getting money for from all kinds of funding sources. They did nothing to develop properly that idea, so we kept operating at a basic level. I mean what kind of company that offers services to users does not have a social network presence?I watched them travel on company's expense and widen their networks, but they never used their contacts for the good of the company. They had other (real) businesses.My ideas were ignored and I was expected to do all the work. At some point I got really demotivated.So, you don't know the whole story and can't see the bigger picture. Your bosses obviously do.I'd asses the situation a bit more, but only a bit and then I'd move on. Don't get stuck there!
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female
reader, anonymous, writes (26 September 2019): As an employee it sounds to me that what is lacking is ‘team spirit’. Have you tried to engage your colleagues in team building activities? They probably can’t be bothered because they can see the company is going down the pan. You need to give them an achievable vision of what it could be and the enthusiasm and team spirit to deliver it. You need to make them WANT to come to work and do their job well. Of course, you can just quit, but that’s the easy option. After just four months I don’t think you have really given it a chance.
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